BUILDING BLOCKS TOWARDS LEADERSHIP: Mentoring

1
BUILDING BLOCKS TOWARDS LEADERSHIPMentoring

• By ASCLS Leadership Academy 2008-2009
• Group 2

2
What is a Mentor?

• Take a moment to reflect on what you believe a
  mentor to be.

3
What is a Mentor?

• Definition
• A wise and trusted person.

4
What Does it Mean to be a Mentor?

• To be a go-to person.
• Support
• Voice of reason
• Experience
• Willingness of share
• Willingness to listen

5
What Does it Mean to be a Mentor?

• Help others develop
• Show others the path
• Provide guidance
• Provide comfort
• Develop talents
• Build confidence

6
Who are some Mentors in your Life?

• WHY?

7
Insights

• Deliberate learning is the cornerstone
• Advise
• Coach
• Instruct
• Promote intentional learning

8
Insights

• Both failure and success are powerful teachers.
• What went right
• What went wrong
• What can we work on.

9
Insights

• Leaders need to tell their stories
• Tell about starting
• Handling new situations
• Include good and bad

10
Insights

• Development matures over time
• Everyone has a different pace
• No two snowflakes are the same

11
Insights

• Mentoring is a joint venture
• You both grow
• You both learn
• You do so together

12
Building blocks to becoming a

• MENTOR

13
Make People Development Your Top Priority

• To be a successful mentor means to develop others
  along with yourself.
• Dont Dismiss
• Do Develop

14
Limit Who You Take Along

• You cant mentor everyone and truly develop
  them. Its not fair to the relationship if there
  are too many pokers in the fire none of the
  pokers will ever become hot.

15
Develop Relationships Before Starting Out

• Get to know the person
• Dreams
• Ambitions
• Fears
• Goals

16
Give Help Unconditionally

• Dont set deadlines on your time
• Dont limit your advice
• Do understand not everyone is the same

17
Let Them Fly With You for a While

• Encourage them to see you in action
• Invite them to come with you
• Encourage discussion

18
Put Fuel in Their Tank

• Let them know
• What they did right
• Wrong
• Improvements
• Encouragement

19
Stay With Them Until They Can Solo Successfully

• This does not mean disappear, you still must be
  there
• You still must show support

20
Clear the Flight Path

• Provide guidance
• Provide support
• Prepare them for what may be to come

21
Help Them Repeat the Process

• Remember while mentoring you are helping them to
  be mentors
• You are still available to them

22
KEY

• This is not a fast process and it should not be
  treated as such. It takes time and energy.
• It takes commitment.

23
The Five Is

• I

• Model
• Mentor
• Monitor
• Motivate
• Multiply

24
QUESTION

• Are all mentoring experiences good?

25
The Truth

• Not all people want to be mentors
• Not all people are comfortable being mentors
• But still may be asked to be mentors.

26
The Truth

• It is hard to say no
• It can develop into a bad experience
• KEY DO NOT look for blame, look to learn and
  develop from it.

27
The Truth

• Every experience teaches something. The key is
  to find that and learn from that. To look for
  ways to make a change to improve future
  undertakings.

28
The Truth

• To error is human
• We are all human and we all make mistakes
• We learn, we share, we develop, and we continue
  on.

29
Types of Mentoring

• Highly structured, short-term
• Highly structured, long-term
• Informal, short-term
• Informal, long-term

30
Mentoring Relationships

• Highly structured, short-term
• Formally established for a short period. Often
  to meet specific objective
• Highly structured, long-term
• Often used for succession planning, often
  involves grooming someone to take over a
  departing persons job or function or to master a
  craft

31
Mentoring Relationships

• Informal, short-term
• Off the cuff, ranges from one-shot or spontaneous
  help to occasional or as-needed counseling.
  There may be no on-going relationship between
  parties.

32
Mentoring Relationships

• Informal, long-term
• Friendship mentoring consists of being available
  as needed to discuss problems, to listen, or to
  share special knowledge.

33
Monkey Wrench

• Unconscious Mentoring
• One person may, without realizing it, do or say
  something which has an important effect on
  another person

34
Ah Hah Moment

• A person may become aware later on that they
  were influenced by someone years before and that
  pearl of wisdom has stuck with them.

35
What Does This Mean?

• It means that you can influence others without
  intentionally meaning to do so. It makes you an
  unintentional mentor figure.
• How would you like to be remembered in this
  situation?

36
Ideal Mentor

• Write down a list of items that would be needed
  for an ideal mentor in your eyes.

37
Ideal Mentor

• Good communicator
• Able to adapt
• Helpful
• Good listener
• Able to give advice if asked
• Admit faults
• Can feel respect for
• Share ideas
• Encourages
• Supports

38
Components of Being a Mentor

• Teacher and Sage Import knowledge through
  careful listening and wise counsel.
• Role Model Demonstrates and lead by example.
• Guide Gently lead your charge away from hazards.
• Coach and Cheerleader Impart enthusiasm and lay
  plays towards success.

39
Key Skills for Professional Mentors

• Communication
• Interpersonal
• Self-Management
• Career Development
• Leadership

40
Communication

• Writing
• Presentation
• Listening
• Negotiating
• Mediation
• Conflict Management
• Facilitation
• Working with diverse populations
• Fostering open communication with others
• Soliciting and receiving feedback

41
Interpersonal

• Political savvy picking which battles to fight
  learning when to speak up and when to stay quiet.
• Working with people barriers Peer and boss
  relationships
• Fairness
• Building relationships and collaboration

42
Self Management

• Time management and organization
• Prioritizing and goal setting
• Work/ life balance
• Stress management
• Personal resiliency
• Demonstrate adaptability in periods of change
• Positive self-concept/ self-confidence
• Dealing with failure and mistakes

43
Career Development

• Clear understanding of professional strengths and
  weaknesses
• Understanding of personality style and the impact
  of that style on others
• Understanding of ones motivated skills
• Ability to assess professional values and
  position fit with those values of any given time
• Ability to assess gaps in training and formal
  education needed to reach the next professional
  goals
• Networking and informational interviewing
• Marketing yourself in person and on paper

44
Leadership

• Role-modeling
• Empowering others to develop a sense of ownership
• Championing Thriving through change
• Celebration of milestones
• Thinking strategically
• Critical thinking skills
• Leading through innovation/ out of the box
  thinking
• Understanding leadership styles

45
Recap

• What type of mentor do you want to be?
• NOW
• What type of mentor do you choose to be?

46
Review

• Look at your answers through this presentation
• Are there
• Changes
• More information
• Adaptation
• Other skills
• To apply now?

47
Final Thoughts

• Learn to TRUST
• Time
• Respect
• Unconditional Positive Regard
• Sensitivity
• Touch

48
Final Thoughts

• Be the BEST
• Believe in them
• Encourage them
• Share with them
• Trust them

49
Questions?

• Here are your building blocks now use them to
  create a masterpiece!

50
References

• Mentoring 101 John C. Maxwell
• www.sonic.net/mfreeman/mentor/mentsupp.htm
• Managers as Mentors Chip R. Bell
• The Mentors Guide to Mentoring Dr. Norman Cohen
• Mentoring Exceptional Performance Harold E.
  Johnson
• Mentoring How to Develop Successful Mentor
  Behaviors Gordon F. Shea